Gary,
Generally, I think we are in pretty good agreement.
I agree with what you're stating, for the best managers. The best managers, as
in most things, probably only represent 5% of the managers in the world. The
others range from bad to good. And the corporation has a lot to do with how
these managers will react...with indifference, with care or with distain. The
corporate culture will reward, socially, monetarily, and visibly, those managers
who act in the corporate good. If they do not reward caring managers, and only
reward bottom line, then you'll build a different culture.
== end quote ==
I'm probably more optimistic about the 5% than you, and I give the corporation a
lot of influence -- and responsibility -- in their ability to set the culture.
That is the core of the matter. In general, however, we are agreed. For me,
the critical distinction is that the best managers are those who are caring
_and_ who are bottom-line oriented. Who can really do both. My experience is
that people really like working for those managers because they respect
individuals, and they create a local culture in which success is possible or
even probable. This is key to high-performance, and for me, high-performance is
a desirable outcome of a LO.
--Rol Fessenden LL Bean, Inc. 76234.3636@compuserve.com
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>